120122 - Board Book

Board of Directors Meeting December 1, 2022, 3:00 – 5:00 pm One South / Hybrid Zoom option

Agenda Chairman’s Report ▪ Welcome ▪ Minutes Approval (Action Required) ▪ Finance Report o Audit Questions

Rob Engel

3:10pm

Programming and Events ▪ Novant Health Thanksgiving Parade Wrap-up ▪ Holiday events ▪ Charlotte Shout

Robert Krumbine

3:25pm

President’s Report ▪ State of the Center City and Tea Leaf Report ‘23 ▪ N. Tryon Tech Hub Update ▪ Return to Office Update ▪ Queen City Quarter (EpiCentre)

Michael Smith James LaBar

4:15pm

Transit Briefing

Tracy Dodson Assistant City Manager

4:35pm

South End Update

Megan Gude

4:50pm

Public Safety Update

Captain Bret Balamucki

5:00pm

New Business

Rob Engel

3:00pm

Di Morais

CCCP Holiday Reception Bank of America Corporate Center Lobby 100 N. Tryon 5:30pm Next Board Meeting Thursday, February 17, 2023 3:00 - 5:00 pm Location TBD Reception to Follow

1

Minutes CCCP Board of Directors Meeting August 2, 2022, 3:00pm Foundation Fort The Carolinas (Grigg Board Room) and Zoom Attendees: Tom Finke, Malcomb Coley, Darryl Dewberry, Kandi Deitemeyer, Dena Diorio, George Dunlap, Sharon Gaber, Malcom Graham, Gau Gupte, Hugh Hattebaugh, Mark Holoman, Sam Judd, Christine Katziff, Janet LaBar, Tiffani Lewis, Carol Lovin, Michael Marsicano, Tom Mitchell, Di Morais, Tom Murray, Cindy Noble, Mark Norman, Pat Riley, Neelima Sharma Staff: Michael Smith, Robert Krumbine, James LaBar, Cheryl Myers, Adam Rhew, Eleni Saunders, Rick Thurmond Guests: Laura Yates Clark, Jeff Harris, MT Turner, Lieutenant David Miller, Jeff Harris Chairman’s Report - Tom welcomed all, including new Board members Gau Gupte, Tom Mitchell and Christine Katziff. He also informed the Board the Kodwo Ghartey-Tagoe will stay on the Board as Melody Birmingham has left Duke Energy.

Minutes Approval – The minutes of the May 5, 2022 Board meeting were approved with the correction of the spelling of Dr. Kandi Deitemeyer’s name.

Finance report - Year to date, July 31, 2022, Charlotte Center City Partners revenue and expenses are favorable to budget with a positive variance of $5,169. Revenue is $4,212 favorable to budget and expenses are $957 favorable to budget.

Related Entity Approval – Tom reminded the Board that, as per the Bylaws of CCCP, CCCPCT and the Market at 7th Street, the Board of CCCP must approve the governance documents from the related entities. Michael presented the Board slates, programs of work and budgets for both entities. He and Gau Gupte answered questions. The governance documents were approved unanimously.

Committees Review – Tom asked the Board to review the committee assignments in the Board book. The committee assignments were approved unanimously.

President’s Report – Michael Smith began the President’s Report by pointing out that the meeting focus is economic development in Uptown and South End, with a particular focus on the N. Tryon Vision Plan area.

Charlotte Mecklenburg Housing and Homelessness - Michael asked Laura Yates Clark, CEO of United Way, to brief the Board on progress now that United Way has been named the quarterback agency for the initiative. Laura gave an overview of actions to date, including the engagement of HR&A as the consultant to drive the development of the Implementation Plan, progress on hiring staff, and work toward creating Advisory and Technical Committees. Laura answered questions from the Board about the current state of homelessness in the Uptown area and what strategies are in place to mitigate.

State of the Center City – Michael participated in a Charlotte Business Journal Roundtable the night before and emphasized our fundamental belief that a strong and vibrant Center City is the foundation for a strong and vibrant region.

Development Report – Michael told the Board that the updated version of the Development Report is now on the website. We sent a link to the Board the following Monday. He highlighted new developments in the report: • The fourth office building at Lincoln Harris’ Legacy Union project in Uptown is now under construction to deliver in Q4 of 2024, with Robinson Bradshaw signed on as a tenant.

2

• • •

•

Three properties that Duke Energy owned in Uptown have been sold, including two that have projects in development.

The former Duke Energy building on South Church Street has been sold to Washington-based MRP Realty, which is planning an adaptive reuse and new construction project on the site.

The former Duke Energy data center on South College Street adjacent to the Convention Center was purchased

by Berlin-based Millennium Venture Capital, which plans an undetermined mix of hotel, office, retail, and residential on the site. They also purchased the former Duke Energy parking deck between Bank of America Stadium and Truist Field which they will maintain for the foreseeable future.

In South End, Highwoods Properties announced it has purchased the prominent site at 1436 South Tryon, where the ABC store is today, with plans for a mixed-use project that will include 300,000 square feet of office space and 250 apartments.

Atlanta’s Tech Square District Exploratory Trip - Earlier in the summer, CCCP led a trip to Atlanta to visit the Tech Square district…and learn about the ways that Georgia Tech, the business community, and the public sector have worked together to create this district to support innovation and entrepreneurship. The group (CCCP, the Alliance, and UNC Charlotte) also toured the new CODA facility, which Portman Holdings developed nearby. Tech Square is an extension of Georgia Tech, integrated with research and business spaces, traditional classroom buildings, with student and multi-family housing. It represents about eight contiguous blocks in Midtown Atlanta adjacent to I-85 and nearly $2.5 billion in private investment. The goal is to take these insights and apply similar thinking to our Center City.

City Council Actions – On Monday night, City Council took two actions that will impact the work of CCCP. They approved the UDO which goes into effect June 1, 2023. They also approved the first step toward Social Districts.

Public Safety Update – Michael provided an update on our efforts to address the real and perceived public safety concerns in our Center City and in Uptown in particular. We are committed to public safety for all as a human right and foundational value for a welcoming and equitable, economically vibrant, culturally rich and beloved Center City.

This requires a cohesive, partner-informed approach, including a clear strategy, actionable tactics and proactive communications. We have challenges that we are addressing, including: 1) Aggressive panhandling, 2) Homelessness, 3) Mental Health issues on the streets, 4) Street Racing, 5) Aggressive groups on bikes, and 6) And criminal behavior in general including drug use and sales.

Our approach also takes advantage of our opportunities including 1) the CMHHS as a long-term systems approach to housing and homelessness, 2) Center City Ambassadors as a force multiplier for public safety, homelessness outreach and hospitality engagement, 3) convening the Center City Public Safety Council bimonthly, chaired by Chris Welch of Bank of America including security for Uptown and South End properties as well as building managers and owners, 4) convening ad-hoc public safety meetings as requested, 5) strategies to engage and get people into the streets with programming and partnerships as people create a feeling of safety and 6) partnership with CMPD, Captain Bret Balamucki and the Central Division team.

Staff Update – Michael welcomed Tori Belle-Miller, new Senior Graphic Designer and Karen Smith, new Accountant.

North Tryon Redevelopment – Cheryl Myers presented an overview of the North Tryon Vision Plan and development that is underway inside the district. She invited 3 panelists to discuss their projects.

The Ellis – Jeff Harris of Quarterra (LMC) talked about the residential project at College and 8th Street. He showed the project timeline to a May 2022 opening and shared amenity images.

Carolina Theatre – FFTC CEO Michael Marsicano walked through the renovation underway at the Theater, including restoring and improving the interior, including the historic façade inside the lobby and enclosing the lobby in a multistory glass box.

3

Charlotte Mecklenburg Library – MT Turner, CEO of the Charlotte Mecklenburg Library, presented the development plan, images of the115,000 square foot building and what amenities are on each of the five floors.

Cheryl finished the report with a look at development by the numbers.

Uptown Strategy Update - Adam Rhew and Rick Thurmond presented the marketing and activation initiatives to support the vibrancy of South End and particularly, Uptown. The objective is to build on the momentum from Charlotte SHOUT! and drive exponential enthusiasm for Uptown by ensuring a memorable, welcoming, and safe experience for residents, workers, and visitors. The team reported on activations to surprise and delight, marketing with Google Ads and content partnerships with media outlets as well as a digital and poster marketing campaign Uptown.

Social Districts – Rick Thurmond discussed the placemaking and economic development opportunities presented by social districts. They are much more than social drinking districts: they are a way to drive placemaking, community and connections.

Economic Development – SVP of Economic Development James LaBar gave updates on the Small Business Innovation Fund and Small Business Ecosystem Grant. We are preparing for Rounds 5 and 6 of the SBIF thanks to a $2.5-million grant from the City of Charlotte through ARRA funds. These rounds will be city-wide and will be similar to Round 3. The focus will be on gaps small businesses now face as they emerge from COVID-19. In addition, CCCP and the Market at 7th Street joined forces to apply for a Small Business Ecosystem grant. We were awarded $250,000 to support and grow small businesses through the Market and the one-street food truck and food cart programs.

Programming and Events – Chief Creative Officer Robert Krumbine gave an update on the Novant Health Thanksgiving Eve Parade on November 23. There will be additional sponsors and surprises. He also talked about the Fall and Winter strategy for events.

Public Safety – Lieutenant David Miller presented the public safety report, amplifying the initiatives in the President’s report. He added that the City is planning to add lighting in Polk Park at the Square. CMPD has started parking cars at the Square in the early evening with lights on to have a presence and encourage a feeling of safety. Staffing for CMPD is at 80%. They are working on an operating agreement with CATS security for the Transit Center.

New Business – Michael announced that SVP Strategy and Marketing Adam Rhew has been tapped as the Executive Director of the new SouthPark Partners MSD. He expressed sadness, as Adam will be difficult to replace on our team, but pride in Adam’s ability to lead this new organization. It will also be good to have a friend as leader of the SouthPark MSD as we do at University City Partners. Adam shared his thanks to the team and excitement to take on the new challenge.

Tom reminded the Board that the next meeting will be on December 1, followed by the Holiday Reception, location TBD. The meeting was adjourned at 5:02pm.

4

Charlotte Center City Partners TO: FROM: DATE: SUBJECT:

Board of Directors Michael J. Smith December 1, 2022 Financial Report Dated October 31, 2022

This memo provides the statement of activities for Charlotte Center City Partners (CCCP) for FY23 year to date with comparisons to FY22.

Charlotte Center City Partners has budgeted FY23 revenue of $6,883,976. MSD allotment from the City is projected to be $6,542,976, 95% of our operating budget. CCCP revenue from programs, projects and events is projected to be $341,000.

Charlotte Center City Partners budgeted FY23 expenses of $7,045,976. The expenses include $162,000 of planned spending in MSD4 from prior year reserves.

Overall Results Year to date, October 31, 2022, Charlotte Center City Partners revenue and expenses are favorable to budget with a positive variance of $60,506. Revenue is $40,215 favorable to budget and expenses are $20,291 favorable to budget.

Programs and Projects Programs and Projects net income and expenses are on budget.

Planning & Development Planning & Development net income and expenses are on budget.

Events Events net income and expenses are $27,847 favorable to budget due to unbudgeted sponsorship and rental income.

Personnel expenses Personnel expenses are $31,783 favorable to budget due to positions being open and the timing of new hires.

Quarters Quarters expenses are on budget.

General Operating Expenses Operating expenses are on budget.

5

Charlotte Center City Partners Statement of Activities as of October 31, 2022

Actual 10/31/22 YTD

Budget 10/31/22 YTD

Actual to Budget Variance Variance (Unfavorable) (Unfavorable)

Actual 10/31/21 YTD

Budget FY23 YrEnd

Revenues MSD 1 MSD 2 MSD 3 MSD 4 Total Tax Revenue

931,435 672,587 988,189 657,214 3,249,425

931,435 672,587 988,189 657,214 3,249,425

2,288 75,327 77,615

2,400 35,000 37,400

3,327,040

Personnel Program & Projects Planning & Development Events Quarters Operating CCCP Total Operating Expenses Net Revenues over Expenses

Program & Projects Planning & Development Events Total Program Income CCCP Total Operating Income

-

0% 0% 0% 0% 0%

895,044 638,405 945,904 637,049 3,116,402

1,862,870 1,345,174 2,020,504 1,314,428 6,542,976

(112) 40,327 40,215

-5% 0% 115% 0%

4,186 455,200 459,386

12,750 40,000 288,250 341,000

3,286,825

40,215

1%

3,575,788

6,883,976

1,074,144 447,634 19,781 117,872 90,024 234,864 1,984,321

1,105,927 449,400 20,000 105,393 89,388 234,503 2,004,612

31,783 1,766 219 (12,480) (636) (361) 20,291

3% 0% 1% -12% -1% 0% 1%

1,003,321 479,481 61,137 72,840 86,884 237,589 1,941,252

3,692,782 1,878,972 187,000 470,250 254,164 562,808 7,045,976

1,342,720

1,282,213

60,506

5%

1,634,536

Expenses

(162,000)

6

Charlotte Center City Partners Balance Sheet as of October 31, 2022 and June 30, 2022

Oct 31, 2022

June 30, 2022

ASSETS Cash & Cash Equivalents: Operating Cash & Cash Equivalents: Invest. Savings

1,643,163

520,849

914,986

914,614

Cash & Cash Equivalents: Security Deposits

15,443

19,530

Prepaid Expenses

11,261

77,092

9,571

10,169

Due from CCCP Community Trust Due from Charlotte City Market Current Accounts Receivable

-

484

62,650

76,042

Total Current Assets

2,657,073

1,618,780

Property & Equipment Accumulated Depreciation

1,908,043 (941,164)

1,905,445 (918,195)

Net Property & Equipment Investments

966,879 764,336

987,250 796,101

Total Other Assets

764,336

796,101

4,388,287

3,402,131

TOTAL ASSETS LIABILITIES & NET ASSETS Liabilities Accounts Payable

105,087

322,591

Accrued Expenses

142,568

249,862

20,676 38,114

20,676 31,795

306,445

624,924

Unearned & Deferred Income Deferred Rent, current portion Total Current Liabilities Deferred Rent

378,632

384,951

Deferred Compensation

191,348

191,348

Total Liabilities

876,425

1,201,223

1,824,442

1,895,060

Net Assets Unrestricted Temporarily Restricted

344,701

-

YTD Net Revenues Over Expenses

1,342,720

305,848

Total Equity

3,511,862

2,200,908

TOTAL LIABILITIES & EQUITY

4,388,287

3,402,131

7

CCCP Community Trust Statement of Activities as of October 31, 2022

Actual 10/31/22 YTD

Budget 10/31/22 YTD

Actual to Budget Variance Variance (Unfavorable) (Unfavorable)

Budget FY23 YrEnd

Revenues Charlotte ArtsFest, Inc.

280,900

280,000

Charlotte B-Cycle

281,763

283,000

900

0%

2,153,000

(1,237)

0%

730,000

Small Business Innovation Fund (LLC)

-

-

-

0%

2,500,000

Pedestrian Bridge/Rail Trail

-

-

-

0%

100,000

12,500

12,500

-

0%

71,000

-

-

-

0%

-

Music Everywhere Other Grants / General Expense Total Income

575,163

575,500

217,731

220,000

98,346 70,043

(337)

0%

5,554,000

2,269

1%

2,153,000

99,541 90,090

1,194 20,047

1% 22%

302,748 270,269

-

-

-

0%

2,500,000

38,470

39,000

530

1%

100,000

Music Everywhere

5,635

6,000

365

6%

85,000

Other Grants / General Expense

2,654

900

(1,754)

-195%

5,000

Total Expenses

432,879

455,530

22,651

5%

5,416,016

Net Revenues over Expenses

142,284

119,970

22,314

19%

137,984

Net Revenues over Expenses by Program: Charlotte ArtsFest, Inc. Charlotte B-Cycle Small Business Innovation Fund (LLC) Pedestrian Bridge/Rail Trail Music Everywhere Other Grants / General Expense

63,169 113,374 (38,470) 6,865 (2,654)

60,000 93,370 (39,000) 6,500 (900)

3,169 20,004 530 365 (1,754)

Expenses Charlotte ArtsFest, Inc. Charlotte B-Cycle Personnel Operations Small Business Innovation Fund (LLC) Pedestrian Bridge/Rail Trail

156,984 (14,000) (5,000)

8

CCCP Community Trust Balance Sheet as of October 31, 2022 and June 30, 2022

Oct 31, 2022

June 30, 2022

ASSETS Cash & Cash Equivalents: Operating

2,234,694

2,176,114

Accounts Receivable

1,152,628

77,402

Prepaid Expenses Total Current Assets Property & Equipment Accumulated Depreciation Net Property & Equipment TOTAL ASSETS

-

1,491

3,387,322

2,255,008

1,475,679 (1,401,372)

1,473,021 (1,401,372)

74,307

71,649

3,461,630

2,326,657

16,114

243,256

LIABILITIES & NET ASSETS Liabilities Accounts Payable Due to Charlotte Center City Partners

-

10,169

Accrued Expenses Unearned & Deferred Income

23,095 1,230,000

23,095 -

Total Liabilities

1,269,209

276,520

Net Assets Unrestricted

182,846

35,909

Temporarily Restricted YTD Net Revenues Over Expenses

1,867,291 142,284

2,698,382 (684,154)

Total Equity

2,192,421

2,050,137

TOTAL LIABILITIES & EQUITY

3,461,630

2,326,657

9

Charlotte City Market Statement of Financial Position Modified Accrual October 2022

October 2022 actuals

October 2022 budget

variance

Income CCCP Grant

75,000

75,000

0

Vendor Rents

43,693

45,200

‐1,507

Vendor CAM and Fees

44,332

44,600

‐268

0

0

0

125,209

125,140

69

38,995

39,000

‐5

327,228

328,940

‐1,712

Personnel Expense

70,206

112,694

42,488

Support Services

37,500

37,500

0

1,536

0

‐1,536

28,007

22,000

‐6,007

Marketing

2,623

5,000

2,377

Operating

44,564

28,314

‐16,250

Facilities

51,863

53,050

1,187

236,298

258,558

22,260

90,930

70,382

20,548

Total Sponsorship/Fundraising Event Space Rental/Grants/Other Income Google Fiber/Apple Pay Total Income

Expense

Fundraising & Program Costs Google Fiber/Apple Pay

Total Expense

Total Revenue over Expenses

10

Charlotte City Market

Balance Sheet As of October 31, 2022

October 31, 2022

ASSETS Current Assets Cash

72,289.42

Accounts Receivable

138,403.70

Total Current Assets

210,693.12

Fixed Assets

801,340.15

TOTAL ASSETS

1,012,033.27

LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable

13,585.85

Other Current Liabilities Security Deposits to Licensees Total Other Current Liabilities Total Current Liabilities Total Liabilities

8,915.00 8,915.00 22,500.85 22,500.85

Equity Unrestricted Net Assets Net Income Total Equity TOTAL LIABILITIES & EQUITY

898,601.99 90,930.43 989,532.42 1,012,033.27

11

Board of Directors Report Programs & Events

Novant Health Thanksgiving Eve Parade The 76th annual Thanksgiving Parade kicked off the holiday season on Thanksgiving Eve for a second straight year. It stepped off at 5:30pm and was bigger and better. The route was extended by an additional block, making the full route just over one mile long!

VIP Tickets were on sale to the public for anyone who wanted to purchase a front-row, curbside seat or a ticket for Santa’s Winter Wonderland that was a smashing success in its new location. Ticketholders were able to enjoy a magical experience, choose a snack and non-alcoholic beverage, and receive a photo with Santa! For those who did not wish to purchase a reserved seat, folks arrived early to grab a spot along the route!

Food Lion, a long-standing presenting sponsor, donated 500 turkeys to Second Harvest Food Bank to feed hundreds of families.

What we saw in 2022: • • • • • • • • • •

14 marching bands; 8 of which participated in WBTV’s Battle of the Bands 12 floats, including 3 brand new ones this year 35 specialty units celebrating our community’s rich diversity 10 larger-than-life helium balloons 5 dance performances (1) Queen Charlotte Music Scholarship in the amount of $2500 (2) Grant Scholarships in the amount of $1000 each 1,000+ volunteers Miss NC and Miss SC appearances Santa Claus and Mrs. Claus

CLT New Year’s Eve Charlotte will ring in 2023 for the Queen City’s official New Year’s Eve celebration, CLT New Year’s Eve, presented by Ally. The annual, free event will include a DJ, live music, the official countdown to midnight and 12

lighting of the Queen City crown, and a colorful fireworks display to start the New Year. Food trucks will line the area selling some of the community’s favorite treats. The event will take place on Levine Avenue of the Arts and S. Tryon St., between MLK and Stonewall.

Charlotte SHOUT! The planning for 2023 Charlotte SHOUT! is in full swing. We will be back for another 17 days filled with art, music, food and ideas! The dates have been confirmed for March 31 to April 16. Stay tuned for more details as we work to finalize the festival. Charlotte SHOUT! aims to transform Uptown Charlotte into a creative playground built upon the four pillars: art, music, food and ideas. Charlotte SHOUT! celebrates our community’s innovative spirit with exceptionally curated programming from around the corner and around the world.

The invitation for creative participation was live from August 29th through October 10. SHOUT! and was seeking transformative ideas from imaginative and inspired storytellers to support the backbone of the event. We saw proposals from artists, designers, creatives, musicians, chefs, architects, engineers, businesses, and educational institutions to present ideas, designs and concepts to be a part of the 2023 festival.

And yes! The seesaws will be back! Stay tuned as more installations are announced in the coming weeks!

Victoria Yards Programming Victoria Yards Powered by Lowe’s is one of Uptown’s few outdoor, ground level spaces. Here, you can find a versatile and trendy hangout spot – perfect for casual evening drinks and family friendly activities on the 13

weekends. We have welcomed and partnered with a variety of groups, organizations, vendors, and attendees to enjoy an eclectic outdoor environment.

Various Events hosted at Victoria Yards: Rebuilding Together of Greater Charlotte Rebuilding Together of Greater Charlotte hosted the inaugural [Re]Build the Roose fundraising event at Victoria Yards. Local artists worked to create birdhouses that were then auctioned off at the event. Through sponsorships, ticket sales, and donations, they were able to raise $42,040 to provide neighbors in need with critical home repairs. The event was such a success for them, they have already asked to reserve their date at Victoria Yards for 2023!

Pick up Soccer Pick up soccer brought to you by Uptown Football Club takes place every Sunday from 2-4pm. The event began in early September and will run through the end of the year. This event is free and open to the community in an effort to expand Charlotte’s interest in the sport and be accessible to all.

14

15

Board of Directors Report Category:

Planning & Development

Item:

North Tryon Tech Hub

NORTH TRYON TECH HUB Update: In June 2022, at the invitation of Portman Holdings, Center City Partners (CCCP) and representatives from UNC Charlotte and the Charlotte Regional Business Alliance toured and learned about the new data | innovation center, Coda, located in Atlanta’s Tech Square. The goals of the visit were to: •

Meet with representatives from Georgia Tech, Portman Holdings, and the Metro Atlanta Chamber

•

Learn about how the university, business community, and state and local governments have worked to create Tech Square to catalyze and support innovation and entrepreneurship, and

•

Tour the recently completed Coda facility, developed by Portman

Following that initial visit to Atlanta, in September, Center City Partners convened a group of 22 stakeholders and leaders, including those who joined us in Atlanta, to explore the potential for creating a Tech and Innovation Hub in the North Tryon area by leveraging the power of UNC Charlotte, neighborhood assets, a strong businesses community, supportive local government, and existing and potential talent.

CCCP led a discussion / workshop to determine if the group believed we could use these assets as a foundation to foster a fertile environment for collaboration, innovation and entrepreneurship that will position Charlotte-Mecklenburg as ground zero for tomorrow’s jobs and industries and create an economic development underpinning for the development of the North Tryon Vision Plan study area.

The goal was to foster an understanding of the potential opportunity and plant the seeds for a shared vision for this endeavor, determine if this idea is something we want to pursue and begin to lay out a path forward. Ultimately, the group believed that we do have something here, and that this is worth pursuing further. CCCP is now working with the other partners to develop an organizational structure and strategy to move this idea forward, with the goal of establishing an Advisory Group to help guide the effort.

16

North Tryon District Background: Starting in 2014, Center City Partners along with leaders from the City, the County, arts and cultural institutions, non-profit organizations, and businesses worked together to create the North Tryon Vision Plan and development strategy for the 50-block area located north of 5th Street between Caldwell and Church.

Working with consultant group MIG, the group articulated a collective vision that “in 20 years, North Tryon is a place where curiosity begins, knowledge is advanced, and innovation lives.” Specific recommendations included: •

Emphasizing the importance of establishing an “economic development underpinning” for the area’s future growth and development.

•

Attracting diverse businesses and industry sectors to provide a wide spectrum of jobs.

•

Strengthening Uptown, the region’s major employment center, with more space for corporate headquarters, major employers, entrepreneurs, small businesses, and retailers

•

Having places to live & work for residents of all cultures from all walks of life and providing mixed income housing at various price points.

•

Creating great public spaces with active street uses & a network of inviting promenades and paseos to break up the area’s superblocks

To read the plan click the link below: North Tryon Vision Plan

17

Board of Directors Report Item:

Queen City Quarter (EpiCentre)

Renovations on Queen City Quarter, formerly the EpiCentre, have been underway since the property was sold in September. Significant repairs to the courtyard, parking garage, patios and roof are expected to be complete by year-end.

Deutsche Bank Trust Company Americas took ownership of the property as the single bidder at auction. They paid $95 million for the 302,000+ square-foot property at 201 E. Trade Street.

CBRE is leading marketing, property management and renovations to enhance visitor experience.

Streetsense, a global urban design and placemaking agency, has been engaged to shape the physical and branding elements of the property.

In 2023, the property’s public staircases and escalators will be renovated, and new landscaping, lighting and benches will be installed. In addition, there is a focus on property safety, as an extensive security camera system has been installed onsite. These improvements are in addition to the deferred repairs and maintenance completed to date while the property was in receivership, which included removal of former tenant signage.

Queen City Quarter is a key mixed use and hospitality development parcel in Uptown Charlotte.

It is a vital part of the Uptown infrastructure.

18

Board of Directors Report Category:

Planning & Development

Item:

Transit & Transportation Update

SILVER LINE LIGHT RAIL Update: Following the advice of an Urban Land Institute (ULI) Technical Assistance Panel (TAP) that further analyzed the proposed silver line alignment within Uptown. CATS is undertaking a more detailed study of alternate alignments before advancing further design work in the Uptown area. Specifically, they are looking at the possibility of either interlining, or sharing tracks, with the existing gold line streetcar or the blue line light rail lines.

CATS has been conducting public engagement throughout the month of November to solicit public feedback on these potential alignment changes, including a few online and in person public meetings, and an online survey. Center City Partners helped get the word out to our constituents, particularly our residents in Uptown, and encouraged them to engage with the CATS team around this effort. Information shared at those public meetings, as well as a recording of the public presentation can be found on the project homepage accessible via the link below.

In November, Center City Partners hosted two listening sessions with impacted stakeholders and property owners along the proposed alignments within Uptown. These meetings allowed city staff to hear directly from these stakeholders, many of whom are making active development and investment decisions in areas that would be impacted by any of the three options under discussion. For example, which alignment would yield, over time, the most potential tax revenue, job growth, and economic impact? Ideally, the result will be an informative technical analysis that advises Charlotte City Council, the MTC, and the broader community as design work and funding discussions progress. With these new perspectives, CATS will be better able to evaluate how various development scenarios for each alignment would best help achieve broader community goals.

19

The image below shows the three alignment options under consideration:

Background: The Silver Line is the planned 29-mile light rail project from the City of Belmont in Gaston County, through Center City Charlotte and the Town of Matthews, with a potential extension into Union County. Key connections include: •

Blue Line Light Rail & Gold Line Streetcar

•

CPCC Central and Levine campuses

•

Bank of America Stadium

•

Truist Field (formerly BB&T Ballpark)

•

Charlotte Douglas International Airport

•

Bojangles Coliseum & Ovens Auditorium

•

Charlotte Gateway District

•

Novant Uptown and Matthews hospitals

CATS continues planning and design work on the Silver Line project following minor changes to the proposed alignment, as well as potential cost and ridership estimates, construction timelines, and phasing suggestions. CATS proposed building out the project in two phases: •

Phase A would run southeast from Uptown, mostly along Independence Boulevard and Monroe Road, and open in 2036. Phase A would cost $5.1 billion and is estimated to carry 19,000 daily riders by 2050.

20

•

With a cost estimate of $3 billion, Phase B would run west to the airport, would open in 2039, and is estimated to carry about 10,000 daily riders by 2050.

Silver Line Project Homepage

CHARLOTTE TRANSPORTATION CENTER (CTC) Update: Earlier this summer, City Council voted to commit design money towards the potential CTC redevelopment. This follows earlier movement this summer where a tentative agreement reached between the Charlotte Hornets and City of Charlotte regarding upgrades to the Spectrum Center and surrounding area including a $60 MM practice facility to be potentially sited at the current Charlotte Transportation Center at the intersection of East Trade and Brevard Streets.

A few weeks ago, city council was briefed on the three possible design scenarios for a new CTC, including an underground (terrace), street level, and elevated to the Light rail level (concourse).

Diagrams of the three design schemes are seen below:

Design work will continue with the goal of determining a price range and more detailed timelines for each potential design concept, though the tentative goal would be to begin construction in 2024 and be operating out of a new Transit Center on site by 2028.

Moving forward, CATS has begun a round of public engagement beginning the week of 4 October through the end of the month (Details can be found here). They will next brief City Council’s Transportation, Planning & Development Committee on November 7 before returning to the full council with a further evaluation of the design options and the communities input.

This project, coupled with the sale of the EpiCentre, could provide the needed catalyst to advance many elements of the 2040 Center City Vision Plan, which includes a new vision for East Trade and Brevard Streets.

21

Please see the links below for additional information: Charlotte Observer - September 2022 Axios Charlotte - September 2022

Background: In August 2019 the city selected a partnership of Charlotte-based White Point Partners and Dallas-based Dart Interests to redevelop the transportation center, which was built in 1995, following an unsolicited offer for the property. Below is a link to initial reporting on the announcement:

Axios Charlotte - August 2019

NEW SOUTH END LIGHT RAIL STATION (CTC) Update: CATS recently confirmed design details for the future South End Blue Line light rail station planned for the gap between the East/West and New Bern Stations, in a fast-growing part of the neighborhood around Atherton Mill, Hawkins Street and the Tremont Avenue area. CCCP helped CATS host a Public Meeting on August 10th at the Charlotte Urban Design Center to detail the staff-selected conceptual design for the station, which will be unique to the light rail system. In response to the tight constraints presented by existing buildings and the Rail Trail, this station will be a “split platform” design, with the two boarding platforms offset from one another with a single, wider crossing in between. Funding is coming from unspent reserves from the construction of the Blue Line extension supplemented by private donations that CCCP was instrumental in organizing. The station conceptual design plan is shown below: CATS is in the early stages of planning the new station and crossing with required environmental study work to continue in the fall, followed by about 1.5 years of final design work. Construction is expected to start by late 2024, with the station projected to open by the end of 2026.

Latest reporting: Axios Charlotte - August 2022

Background: CCCP has been working on this project for years, dating back over a decade to early exploration of this site for, at minimum, a future pedestrian crossing or street, to break up the super block between Remount Road and Tremont Avenue, and ideally, a full station. As the South End matured and an 22

increasing number of people were observed jumping over the tracks to cross from one side to the other, the city committed to design and build a pedestrian crossing along this segment of the Rail Trail.

Considering the significant development activity occurring in and projected for this area, coupled with the increasing popularity of the Trail, CCCP began to convene area stakeholders and property owners to gauge support for raising private money to fund portion of a potential full station at this location.

23

December 2022

Board Committee Visioning Brainstorm The South End Board Committee met at HopFly Brewing on Wendesday, November 16. The agenda included a visioning exercise about the district in 2032, and a brainstorm of priorities for the South End Program of Work in the upcoming year. Themes included: Forecasting South End in 2032: What will it look like?

-

More high rises and sidewalks filled with people. Sidewalks and the Rail Trail will be very busy.

Capacity and frequency of the light rail will matter. Capacity of the Rail Trail will matter.

-

Could look much like Midtown Atlanta – lots of glass, loss of character.

-

Urban environment will include more restaurants and sidewalk dining. More density of people will encourage even more restaurant and retail to flourish. Building design needs to treat the sidewalk like a high-priority space – no restaurant exhaust vents.

-

Light rail stations will have walk-up retail.

-

South Boulevard will continue transitioning to a Michigan Mile: more pedestrian-friendly, more retail.

-

Daytime uses will need to coexist with a busy nightlife.

Top Priorities in 2023 & 2024 -

Placemaking, Community Engagement & Activations.

-

Advocacy. Knowledgeable connection-builders to help South End grow.

-

Promoting small business and retail

-

Advocating for good development and design: buildings, space, transportation. Be strategic about district-wide policies to ensure that we get the development results identified in our Vision Plan.

-

Wayfinding for visitors and newcomers.

24

Shop Small Saturdays, presented by Lowe’s Our annual campaign focused on small business and the holiday shopping season kicked off on November 26 with our 10th annual Small Business Saturday celebration. This year, the event includes 3 Saturdays of holiday programming and a 4 week campaign promoting small businesses.

Lowe’s is the Presenting Sponsor for all our Shop Small Saturdays programs, incuding the holiday markets on November 26, December 3 and December 10, and the Shop Small Hero loyalty program.

Details: https://southendclt.org/events/shop-small-saturdays

Movies in the Park at Wilmore Centennial Park After piloting family-friendly movie programming in the new park in the early sumer, Movies in the Park returned to Wilmore Centennial Park in October with two screening of family-friendly Disney favorites. Fall 2022 Movies in the Park was sponsored by Blooming Smiles Pediatric Dentistry, a South End-based small business. More than 1,800 tickets were reserved across the two events, and the park hosted crowds of 400 families for each event. Families came from all across Charlotte, with kids of all ages, picnicing in the park and then staying on for the movie at sundown.

Our new park works very well for these events, with gentle terracing that creates a natural ampitheatre, and a natural materials playground that is wildly popular with children.

We are exploring both spring and fall seasons of Movies in the Park for 2023, along with a possible music series in the summer.

More: https://southendclt.org/events/movies-in-the-park

On-Street Parking The Charlotte Department of Transportation continues to gather input about management of on-street parking in South End and Uptown. More information is available at: https://charlottenc.gov/Transportation/Programs/Pages/ParkIt.aspx

Community & Stakeholder Gatherings Our South End Business Owners group meets monthly, Thursdays at 9:30 am. The next meeting is a holiday reception, December 8th, 9:30 am at the Vantage meeting center.

South End Property Managers and Community Safety representatives met quarterly. The next meeting is the holiday reception, December 8th at 9:30 am at the Vantage meeting center.

The new South End Neighbors Network meets monthly, Tuesdays at 6:00 pm and for select volunteer opportunities and neighborhood experiences. Neighbors Network volunteers are helping with the annual Shop Small Saturdays events in November and December, and have been highly engaged in the City of Charlotte’s public engagement about on-street parking.

25

Board of Directors Report Category:

Public Safety

Vision Real and perceived public safety of our constituents is foundational to having a great neighborhood, destination, and CBD.

Our approach to Public Safety at CCCP is Shared Vision and Collective Action through public and private partnerships. Our approach is layered: • • • • •

Excellent leadership and service provided by CMPD. Strong investment and leadership from our major employers/property owners through inhouse teams and private security.

Partnership with City and County staff for improvements in the public realm to improve public safety.

Investment and partnership from CCCP through convening, advocacy, communications, the Center City Ambassador program, and collaboration.

Commitment from our elected officials through engagement, investment, and policies.

Update – The City Manager’s office has compiled a list of improvements in the public realm, including: • • • • •

An inventory of lighting and maintenance of lights, primarily on Tryon Street, to fix burned out or broken lights Addressing litter and pests in Polk Park Working with CMPD to expand public safety operations Audit and evaluation of street furniture Evaluating newsracks for repair and maintenance

CCCP Public safety strategy elements: 1) Uptown Public Safety Task Force – • A stakeholder-focused group that also includes CMPD, elected officials, City departments and the DA’s office to address quality of life safety issues and to find solutions. Thanks to this cross-functional and cooperative approach, we have seen improvement. Also, stakeholders feel heard by the City leadership, which matters.

2) Center City Public Safety Council – • Convene and host monthly, chaired by Chris Welch at Bank of America. The purpose of this Council is to guide and support a vision for a safe Center City, advocate for 26

long-term strategies to make Center City a safe and thriving, beloved place with opportunity for all. It is a volunteer group of public, private and non-profit stakeholders with an interest in or property ownership/ management in the footprint around the EpiCentre, Spectrum Arena, and the Transit Center. The Public Safety Advisory Committee provides input on public safety and advocacy on public safety issues in Uptown and South End. 3) Charlotte Center City Ambassadors program• Launched in November 2018. In partnership with third-party provider Block by Block, Charlotte Center City Partners has deployed fifteen ambassadors, including one manager and one social service outreach coordinator, throughout the commercial and residential neighborhoods of Uptown and South End. This program focuses on guest services, social service outreach and public safety augmentation. It is our aspiration that Charlotte Center City be a welcoming, safe, and highly serviced district for all.

4) Partnering with CMPD and our Central Division, led by Captain Bret Balamucki• These meetings are transforming into a type of technical committee to brainstorm and test tactics and solutions. We bring experts and stakeholders to the conversation as needed.

5) Residential Stakeholder Engagement• Engage regularly with neighborhood leadership in Uptown and South End to understand the unique public safety concerns of those living in Center City.

Incorporate residents into the solutions and advocate on their behalf.

Initiatives There are a number of initiatives that have emerged from our partnerships already. They are focused on current issues identified by CMPD and our stakeholders, including street racing, noise ordinance violations, reckless driving on motor bikes, ATVs, and bicycles.

We will support this CMPD and community outreach by hosting a number of initiatives: •

•

•

“Walk the Block,” pairing officers and stakeholders to walk the neighborhoods together, discuss issues and seek street-level solutions. These are Noon every Wednesday in South End and are now starting regularly in Uptown.

Community Roll Call – an initiative of Captain Balamucki to bring the shift change outside, into the community, so that stakeholders can meet the patrol officers, and vice versa. We did one at the Square on Tuesday, followed by the inaugural Uptown Walk the Block.

Coffee with a Cop – connecting residents with their officers.

In addition, we will integrate our social media, marketing, and communications to share this work.

27

Board of Directors Report Item:

Housing and Homelessness

Vision: Homelessness is rare, brief, and non-recurring in Charlotte-Mecklenburg – and every person has access to permanent, affordable housing as well as the resources to sustain it.

Update The CMHHS initiative in now being managed by United Way of Central Carolinas. United Way hired consulting firm HR&A. The team has begun working on the Implementation Plan.

The Technical Committee has been formed, is organized in workstreams similar to the original workstreams and has met to begin planning for the Implementation work. The workstreams are also meeting to move the work forward.

The Chairs of the Advisory Committee have been invited. The Chairs will finalize the committee and issue invitations.

Background: ▪

The Strategic Framework was created with extensive community engagement ▪ Over 250 individuals ▪ More than 115 organizations, including twenty-five grassroots representatives ▪ More than twenty homelessness services providers ▪ Over fifteen housing developers and landlords ▪ More than thirty private sector organizations ▪ Local government including city, county, CMS

The Framework was created in partnership with the Working Group, Technical Committee, and 9 Workstreams. It culminated in the first plan to simultaneously and comprehensively address homelessness and housing.

▪

Long term goal - Ensure that homelessness is rare, brief, and non-recurring and ensure that everyone has access to affordable housing and the resources to sustain it

▪

Strategies Prevention to help people retain housing Optimize temporary shelter system Grow affordable housing Strengthen ross-sector supports

Unifies policy advocacy Coordinated funding alignment Innovative data analytics Effective communication

28

United Way of Central Carolinas United Way serves as the “enduring structure” to lead execution of the plan. Near term goals include: ▪ ▪ ▪ ▪ ▪

Work with HR&A Advisors to create an implementation and fundraising plan Engage marketing/communications firm Translate strategic framework into actionable, achievable tactics Hire staff - interviews for Director of Housing Solutions underway Form Advisory Committee

Long term goals: ▪ ▪ ▪

Convene and coordinate groups responsible for advancing specific strategies Work collaboratively with other partners to raise funds to support plan implementation Lead advocacy and communications efforts develop and implement an evaluation plan

There have been some promising early efforts. HR&A has met with approximately forty key stakeholders to inform implementation plan. There is widespread excitement about A Home for All and anticipation for implementation. And local momentum growing in several areas including source of income protections in city-supported housing, increased number of lower-income housing units by both county and city and anti-displacement efforts in key neighborhoods.

A Home for All is an ambitious plan that, when executed, will dramatically reduce homelessness, and ensure housing for thousands of our neighbors. It is unique in its comprehensiveness and could become a blueprint for other municipalities. Success factors include long-term vision, sustained funding, widespread community support, and strong publicprivate partnerships.

This work began more than a year ago through a partnership among the County, FFTC, City and Charlotte Center City Partners. It has been supported from the start through a pro-bono engagement by McKinsey and Company. The Urban Institute in New York is bringing support for the Implementation support during the Implementation Phase. It is broadly supported by the Charlotte Mecklenburg community. It has been informed by 18 peer city interviews and 100+ best practices, 8 expert interviews and group discussions, inventory and funding surveys, provider interviews and focus groups and mapping of data sources across continuum/national advocacy agendas.

29

Board of Directors Report Category: Community Development Item: Uptown Holidays in Uptown We are excited to welcome residents and visitors to Uptown for the holiday season. Thanks to our dynamic marketing team, we have created a holistic approach to the holidays in Uptown by highlighting continued traditions, sparkle & shine, supporting local, and toasting to the season.

You can find more information at Holidays in Uptown | Uptown Charlotte, NC. Uptown is offering several holiday themed events to bring more residents and visitors to Uptown. They are as follows: 11.23.22 -1.6.23 Light the Knights Festival/ Christmas Village 12.2.22-12.4.22- Friends of Fourth Ward Holiday Home Tour/ Sip and Stroll 12.9.22-1.8.23- Charlotte Ballet presents the Nutcracker 12.31.22-CLT NYE presented by Ally Uptown Scavenger Hunt Are you ready to explore Uptown? Thanks to our Community Development intern, Sonia Birla, a sophomore at UNC Charlotte and our Marketing Team for creating an Uptown Scavenger Hunt. The goal of this interactive and adventurous activity is to encourage those that are familiar with Uptown to rediscover their love for this community and for those that are new to the Center City, to discover all the interesting history and fun facts of Uptown.

The Scavenger Hunt will launch in a few weeks on the Uptown website, email listserv, newsletter, etc. for all to enjoy!

30

Engagement We continue to engage with Uptown residents, employers, and visitors by hosting in person and virtual meetings. The small business owners and residents of Uptown are invested in this community’s growth, and we see that in their commitment to attend and engage with CCCP and other stakeholders. We have convened and/or attended the following groups: • Uptown Business Group- monthly meeting with Uptown business owners, managers, etc. to discuss the state of Uptown, receive updates from CMPD, discuss challenges and build relationships.

• Building Management/ Property Owners- this group is comprised of management companies that operate buildings in Uptown •

First Ward Resident meeting- these meetings are comprised of First Ward residents.

We discuss Uptown developments for the area, events, and any challenges for their neighborhood.

• Third Ward Resident meeting- these meetings are comprised of Third Ward residents.

We discuss Uptown developments for that area, events, and any challenges in the neighborhood.

• Fourth Ward Board and Neighborhood meetings – the Fourth Ward neighborhood hold monthly meetings for its Board of Directors and neighbors. We discuss upcoming events, the development of Uptown and any present challenges neighbors might be facing.

Recent discussions with these groups include: • • • • • • •

CATS Silverline alignment Changes to on-street parking and management Public safety and quality of life in Uptown • Homelessness, speeding, criminal activity, noise, and traffic calming measures Upcoming developments and projects Uptown corridor improvements Inclusivity in Uptown Uptown green spaces and parks

Walk the Block In partnership with CMPD, we have offered the business community an opportunity to meet with CMPD officers and community liaisons for Walk the Block. This is an CMPD effort designed to get to know the business community, have great conversations, and build stronger partnerships. Walk the Block occurs every Tuesday of each week at 12:00pm. To maximize this unique opportunity, the walks are scheduled around Uptown. Additionally, CPMD has extended this program to serve our Uptown residents as well.

The scheduled walks are below.

• 1st Tuesday of the month = Trade and Tryon Street • 2nd Tuesday of the month: Community Matters Café (Third Ward) • 3rd Tuesday of the month: Queen City Coffee Grounds (Fourth Ward)

31

Openings Nightlife (3) Ten58 Sports Bar Lounge- 430 W. 4th Street Ten58 Bar and Lounge is the prime place to view all your favorite teams on game day. From fans of the Carolina Panthers, Charlotte Hornets, Charlotte FC, Charlotte Knights, Charlotte Checkers, and all the other magnificent Charlotte sports teams.

Encore Nightclub and XOXO Lounge- 314 N. College Street At Encore, get ready to experience a great time in this 10,000 square foot Uptown nightclub. At Encore you will get the “big city” vibe with the Southern hospitality.

At XOXO, get ready to experience a high-energy cocktail lounge in Uptown. With extensive Scotch and Bourbon selections, this is going to be the place to be.

The Hive- 300 N. College Street Queen City’s Premier Nightclub. An unparalleled space uniting electric vibes and good energy.

Retail (1) Far Reach Vintage- 604 W. Morehead Street Uptown Charlotte’s newest vintage clothing shop.

32

Board of Directors Report Category:

Marketing

CCCP Marketing Vision: Through compelling, customer-centric marketing, Charlotte Center City Partners will build personal, meaningful, and lasting emotional connections between our audiences and the Center City experience.

Marketing Strategy During Holidays 2022 Overview: The team has worked hard to deliver on the above vision with all of our marketing for the holiday season in Uptown and South End. Through a variety of tactics, we’ve been able to tell dynamic stories about Uptown and South End, positioning each place as holiday retail, food, and event destinations. Here is a quick summary: •

•

Owned Media o What’s new: ▪ Introduction of TikTok and Instagram Reels (original video content), which allows us to tell stories that point to website content like gift guides, retail roundups, and holiday-focused stories.

▪ Use of vendor toolkit during Shop Small Saturdays is successful in creating brand awareness and cohesion, and to spread accurate and concise information across multiple channels. The vendor toolkit provides 200+ small businesses access to controlled brand materials, allowing the CCCP Marketing Team to tap into their audience at no additional cost to us (unlike an influencer campaign, where we are paying to reach their audience) Paid Media o What’s new: ▪ Implementing innovative tactics to meet people where they are: online. We have developed a paid micro-influencer campaign program, allowing for collaboration with four local influencers to promote the Novant Parade and Shop Small Saturdays.

▪ Systemization of digital asset management has allowed us to share photography and videography more easily with media partners. o We’re continuing: ▪ Work with a variety of local media partners to promote Charlotte’s Center City online, in social media, and in radio.

▪ Tryon St. Outdoor Media Program

Social Media Analytics: Thanks to the hard work of the team, including South End Brand Associate Maddie Chase, Uptown Brand Associate Molly Kenny and Senior Graphic Designer Tori Belle-Miller, we continue to see great engagement on our Uptown and Social Media platforms 33

SOUTH END: SEPTEMBER 1-NOVEMBER 21, YOY 21/22 1. Followers (+19%) 2. Engagement (+23%) 3. Impressions (+22%) UPTOWN: SEPTEMBER 1-NOVEMBER 21, YOY 21/22 1. Followers (+25%) 2. Engagement (+325%) 3. Impressions (+261%)

34

35

Market: Financials and Governance Financials • YTD Financials and Cash Flow • •

Highlights (please see docs) Questions

Governance • Nominating Committee Update

•

Market Leadership

Executive Sponsor: James LaBar

Market Manager: Ashley Broski

Interim Executive Director: Jamie Hundley

Assistant Manager: TBD

37

Market: Executive

Director Report

Grants and Sponsorships • City of Charlotte Small Business Ecosystem Partner Grant Third Rail Update • LOI Progress Operations • Overall Vendor Financial Health • Updates and Community Building

Events: Past and Future Marketing and Communications 38

Market Ops: Overall Vendors’ Financial Health Overall Annual Revenue for Vendors at the Market at 7th Street $6,000,000.00

$5,000,000.00

$4,000,000.00

$3,000,000.00

$2,000,000.00

$1,000,000.00

$0.00 2013

2014

2015

2016

2017

2018

2019

2020

2021

2022**

Key insights: The vendors are on a slow upward gross revenue trajectory from the challenges of the pandemic. The best years for vendors were 2017, 2018, and 2019 averaging $5.24M. The vendors best gross revenue months are in December, March, and October. January for the vendors is the most challenging.

The Market averages 16 vendors per year with highs of 22 vendors in 2014 and a low of 12 in 2015. ** Annualized for CY 2022

39

Market Ops: Updates and Community Building

Updates: • • • • • • • •

Business retention and expansion interviews Leasing activity Opportunities: Pop-up and catering Security initiatives Foot traffic increasing Google Fiber finished up Apply Pay renewal Maintenance activities

Community Building: • Recent vendor accolades: • Hip Hop, Geno D’s, Mad Dash, Jimmy Pearls, and Assorted Table

• Weekly communications

.

40

Market: Highlighted Events – Past and Future Past

• Biketoberfest • Event connectivity: • Victoria Yards • Bank of America Block Party • Novant Heath Charlotte Marathon Expo • Sunday Pick Up Soccer Games • Uptown • Children’s Theater • Vendor Events • 20+ events per month • Biscuit Jam

Future

• T-day Parade Volunteer Appreciation Party (11.30.22) • Assorted Table: Filipino Dinner to celebrate 10-Year Anniversary (12.04.22)

41

Market: Marketing and Communications Platforms • Website - themarketat7thstreet.com • Social Media: • Themarketat7thst - Instagram, Facebook, TikTok* • Know before you go, vendor stories, and holidays • Uptown.clt - Instagram, Facebook, and TikTok • Continuous product placement • Innovative Signage • Tiny Mile • Ambassador engagements • Newsletter • 680+ subscribers, monthly distribution • 36% are highly engaged 42

Market: Vendor Reports

2012

2017

2021

2017

2021

2022

2011

Note: Viva Raw has operated in the Market since 2011 and will be closing on November 20, 2022

2022

2022

2022

2012

2022

43

Market Vendor Reports Highlighted Business: Jimmy Pearls

• Business Owners: Oscar Johnson and Daryl Cooper • • •

Johnson & Wales University Established in 2020; back to ‘where it all began’ Cuisine: Virginia tidewater seafood • “Jimmy” – male blue crab; “Pearls” – oysters • Uncle Gene’s fish sandwich

• Vendor Perspectives: • •

Jimmy Pearls: Oscar Johnson Not Just Coffee: James Yoder

44

Market: New Business and Discussion Next Board Meetings: • February 9, 2023: 3pm-4:30pm • May 2023:TBD Next Monthly Vendor Meetings: • December 12, 2022: 10am • January 9, 2023: 10am Discussion - All Thank you and Happy Thanksgiving!

45

Market: Connect for

More Insights

James LaBar SVP, Economic Development Charlotte Center City Partners jlabar@charlottecentercity.org Jamie Hundley Interim Executive Director Market at 7th Street Charlotte Center City Partners jhundley@charlottecentercity.org

Ashley Broski Market Manager Market at 7th Street abroski@7thstreetpublicmarket.com 46